Because human resources business partners are the key liaison between the HR function and the business leadership team, it’s logical to assume they are key stakeholders and integral contributors to the company’s strategic workforce plan (SWP) effort. However, it seems that the role HRBPs play varies widely from company to company, including not being involved at all. This seems counter-intuitive, considering that when the HRBP is involved they are positioned to facilitate the process typically in collaboration with business leaders and subject matter experts in SWP. This session will look Edison International’s workforce planning model and how it includes their HRBPs. Attendees will learn: How to gain buy-in for instituting workforce planning. How and why HRBPs are the anchors of the workforce plan. How workforce planning can improve communication enterprise-wide. How to form the collaborative relationship HRBPs must have with their SMEs and executives that will ensure success.

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The Role of the HR Business Partner in Strategic Workforce Planning

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Speaker: Jay Helmer
Senior Leader Strategic Workforce Planning
Southern California Edison (SCE)
Moderator: Kellye Whitney
Senior Editorial Direcotr
Workforce magazine
The Role of the HR Business Partner in Strategic Workforce Planning

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Kellye Whitney
Senior Editorial Director
Workforce magazine
The Role of the HR Business Partner in Strategic Workforce Planning

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Jay Helmer Senior Leader Strategic Workforce Planning Southern California Edison (SCE)
The Role of the HR Business Partner in Strategic Workforce Planning

10. The role of the HR Business Partner in Strategic Workforce Planning
Jay Helmer
Sr. Program Manager- Strategic Workforce Planning

12. An Peek Inside SCE – A Perfect Storm
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Electric demand growth is leveling off
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We have some of the highest electric rates in the nation
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We are facing competition from distributed generation, especially rooftop solar
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Our customer base is contracting – industrial load is down ~33%
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We are closing our nuclear plants after 40 years of safe, reliable service
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We’ve implemented across the board reorganizations and zero based re-staffing
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We’ve had multiple large scale force reductions
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And, we are facing a significant retirement bubble
Any one of these actions would unsettle a utility that’s been relatively stable for over 100 years, but change on this scale has sent shock waves through the workforce.

13. Positioning SCE for the Future - Safe, Reliable and Affordable -
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A strategic refresh is in progress now
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The goal is to develop a strategy that clearly defines the core business and drives down rates without compromising system safety and reliability
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The workforce implications are not hard to discern

14. Why We Need WFP – Addressing Business Pressures
To address competing business pressures, we must aggressively manage and sustain the workforce
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Adapt to changes in employer brand
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Large scale reductions, particularly in G&A areas
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Address retirement bubble with strategically correct replacement and development strategies
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Focus on having right skills
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Manage culture change and ensure buy-in from executives through line managers

15. Audience Poll question How would you describe your Workforce Planning effort today?
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Very informal or none at all
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Formal and repeatable process
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We want to stand up an effort

16. Outline
1.
Preface- Annual WFP plan
2.
HRBP inclusion
3.
Gain buy-in for WFP
4.
HRBP relationships with SME’s and Executives
5.
HRBP’s anchors in WFP
6.
Improved communications
7.
Closing call to action

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All Rights Reserved. CLC5909713PRO

19. How We Got Here - SCE Workforce Trends
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Historically, we haven’t done a good job managing the size of the workforce
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If the operating units had the budget, they could hire at will
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Unchecked hiring plus low attrition resulted in a 50% headcount increase in 10 years
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The painful course corrections we are now making could have been avoided with better workforce planning
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5,000
10,000
15,000
20,000
2001
2002
2003
2004
2005
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2007
2008
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2010
2011
SCE Year End Headcount

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25. 25

26. Time
3 year
1 year
5 year
Future State

27. Identification of strategic jobs

31. Making the plan to address gaps

32. Power Supply
Transmission and Distribution
F&OS
Customer Service
Power Production
Transmission
Grid Operations
Substation Construction & Maintenance
Distribution Business Line
Transportation Services
Meter Services Organization
Population
Technical Classifications
Job and Task Analysis
Training Design
New Hire Training
Refresher Training
Assessment/ Documentation
Evaluation
Meets systematic approach to training standards
Status in progress/development
Not started
Systematic Review and Assessment of Technical Training*
*Demo only- does not contain real data

33. Adoption

34. Community of Practice
Process Champions From business
Accuracy

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